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Organizational Behavior: Improving Attitudes and Practices in Businesses - Prof. Steven D., Study notes of Organization Behaviour

Virginia Commonwealth University (VCU)Organization Behaviour
Prof. Steven D. Pugh

Organizational behavior, a field of study aimed at enhancing the attitudes and actions of individuals and groups within organizations. It covers various resources, research evidence, methods, and measures related to this field. Topics include the impact of organizational behavior on firm performance, the works of influential figures like frederick taylor and the hawthorne studies, and various methods for measuring job performance.

Typology: Study notes

2011/2012

Uploaded on 03/10/2012

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ORGANIZATIONAL BEHAVIOR
FIELD OF STUDY GEARED TO IMPROVE THE ATTITUDES AND BEHAVIORS OF INDIVIDUALS AND
GROUPS IN AN ORGANIZATION
RESOURCES:
FINANCIAL
PHYSICAL
IMAGE
KNOWLEDGE
INTIMITABLE:
HISTORY
NUMEROUS SMALL DECISIONS
SOCIALLY COMPLEX RESOURCES
RESEARCH EVIDENCE
OB PRACTICES ARE ASSOCIATED WITH BETTER FIRM PERFORMANCE
FIRMS THAT VALUE OB HAVE A 19% HIGHER SURVIVAL RATE THAN FIRMS THAT DID NOT
VALUE OB
GOOD PEOPLE COMPRISE A VALUABLE RESOURCE FOR COMPANIES
THERE IS NO “MAGIC BULLET” OB PRACTICE
oRULE OF 1/8, HOWEVER, CAN INCREASE PROFITABILITY.
½ OF BUSINESSES NOTICE OB CAN IMPROVE PROFITABLILTY*1/2 TAKE
ACTION FOR THIS*ONLY ½ FOLLOWS THROUGH WITH THEIR ACTIONS
FREDERICK TAYLOR
ENGINEER FOCUSED ON GETTHING THE MOST EFFICIENY OF EMPLOYEES
TIME AND MOTIONS STUDIES
BROKE THINGS DOWN TO MAKE IT SIMPLE
oLIKE THE FORD ASSEMBLY LINE
THE HAWTHORNE STUDIES
POWER COMPANY THAT STUDIED HOW TO GET THE GREATEST PRODUCTIVITY OUT OF
THEIR WORKERS BY ILLUMINATION
RESULTS SHOWED THAT PRODUCTIVITY INCEREASED WITH HIGHER OR LOWER
ILLUMINTATION
METHOD OF EXPERIENCE
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ORGANIZATIONAL BEHAVIOR

FIELD OF STUDY GEARED TO IMPROVE THE ATTITUDES AND BEHAVIORS OF INDIVIDUALS AND

GROUPS IN AN ORGANIZATION

RESOURCES:

 FINANCIAL

 PHYSICAL

 IMAGE

 KNOWLEDGE

INTIMITABLE:

 HISTORY

 NUMEROUS SMALL DECISIONS

 SOCIALLY COMPLEX RESOURCES

RESEARCH EVIDENCE

 OB PRACTICES ARE ASSOCIATED WITH BETTER FIRM PERFORMANCE

 FIRMS THAT VALUE OB HAVE A 19% HIGHER SURVIVAL RATE THAN FIRMS THAT DID NOT

VALUE OB

 GOOD PEOPLE COMPRISE A VALUABLE RESOURCE FOR COMPANIES

 THERE IS NO “MAGIC BULLET” OB PRACTICE

o RULE OF 1/8, HOWEVER, CAN INCREASE PROFITABILITY.  ½ OF BUSINESSES NOTICE OB CAN IMPROVE PROFITABLILTY1/2 TAKE ACTION FOR THISONLY ½ FOLLOWS THROUGH WITH THEIR ACTIONS FREDERICK TAYLOR  ENGINEER FOCUSED ON GETTHING THE MOST EFFICIENY OF EMPLOYEES  TIME AND MOTIONS STUDIES  BROKE THINGS DOWN TO MAKE IT SIMPLE o LIKE THE FORD ASSEMBLY LINE THE HAWTHORNE STUDIES  POWER COMPANY THAT STUDIED HOW TO GET THE GREATEST PRODUCTIVITY OUT OF THEIR WORKERS BY ILLUMINATION  RESULTS SHOWED THAT PRODUCTIVITY INCEREASED WITH HIGHER OR LOWER ILLUMINTATION METHOD OF EXPERIENCE

 PEOPLE HOLD FIRMLY TO SOME BELIEF BECAUSE IT IS CONSISTENT WITH THEIR OWN

EXPERIENCE AND OBSERVATIONS

METHOD OF INTUITION

 PEOPLE HOLD FIRMLY TO SOME BELIEF BECAUSE IT “JUST STANDS TO REASON”-IT SEEMS

OBVIOUS OR SELF-EVIDENT

METHOD OF AUTHORITY

 PEOPLE HOLD FIRMLY TO SOME BELIEF BECAUSE SOME RESPECT OFFICIAL, AGENCY, OR

SOURCE HAS SAID IT IS SO

METHOD OF SCIENCE

 PEOPLE ACCEPT SOME BELIEF BECAUSE SCIENTIFIC STUDIES HAVE TENDED TO REPLICATE

THAT RESULT USING A SERIES OF SAMPLES, SETTINGS, AND METHODS

CASUAL INTERFERENCE

 ESTABLISHING THAT ONE VARIABLE REALLY DOE CAUSE ANOTHER.

 REQUIRES: CORRELATION, TEMPORAL PRECDENCE ( CAUSE BEFORE EFFECT), AND ABSENCE

OF ALTERAITIVE EXPLANTATIONS

MEASURES

 RELIABILITY

o IS THE MEASURE FREE FROM RANDOM ERROR?  VALIDITY o DO THEY MEASURE WHAT THEY ARE SUPPOSE TO MEASURE?  A MEASURE CAN BE RELIABLE BUT NOT VALID, HOWEVER FOR A MEASURE TO BE VALID IT MUST BE RELIABLE META-ANALYSIS  TAKES AL OF THE CORRELATIONS FOUND IN STUDIES OF A PARICULAR RELATIONSHIP AND CALCUALTES A WEIGHT AVERAGE JOB PERFORMANCE  THE VALUE OF THE SET OF EMPLOYEE BEHAVIORS THAT CONTRIBUTE, EITHER POSITIVLEY OR NEGATIVLEY, TO ORGANIZATIONAL GOAL ACCOMPLISHMENT GOOD PERFORMER  TASK PERFORMANCE

AFFECTIVE COMMITMENT

 EXCEPT ORGANIZATION’S GOALS AND VALUES AND ARE MORE WILLING TO EXERT

EXTRA EFFORT ON BEHALF OF THE ORGANIZATION

CONTINUANCE COMMITMENT

 PROFIT ASSOCIATED WITH STAYING AND A COST ASSOCIATED WITH LEAVING

NORMATIVE COMMITMENT

 WHEN THERE IS A MORAL RIGHT TO STAYING WITH A COMPANY

DOWNSIZING

 TRANSACTIONAL CONTRACTS

o BASED ON A NARROW SET OF SPECIFIC MONETARY OBLIGATIONS  RELATIONAL CONTRACTS o ARE BASED ON BOARDER SET OF OPEN-ENDED AND SUBJECTIVE OBLIGATIONS JOB SATISFACTION  PLEASURABLE EMOTION FOUND WHEN ONE IS SATISFIED WITH THEIR JOB  49% OF PEOPLE ARE SATISFIED WITH THEIR JOB DOWN FROM 58% A DECADE AGO  METHODS OF TRACKING SATISFACTION LEVELS INCLUDE FOCUS GROUPS, INTERVIEWS, AND ATTITUDE STUDIES #  VALUES o THINGS THAT PEOPLE CONCIOUSLY OR UNCONCIOUSLY WANT TO ATTAIN  VALUE-PERCEPT THEORY o SATISFACTION DEPENDS IF YOUR JOB MEETS YOUR VALUES  DISSATISFACTION=VWANT-VHAVE*VIMPORTANCE  MAIN FACETS OF JOB SATISFACTION o PAY o PROMOTION o SUPERVISION o COWORKERS o THE WORK ITSELF NUMBER # JCM  JOB CHARACTERISTICS MODEL-TELLS YOU WHAT DRIVES INTRINSIC SATISFACTION WITH WORK AND HOW YOU CAN AFFECT IT

 DESIGNED TO ENHANCE JOBS BY

o COMBINE TASKS o ESTABLISH CLIENT RELATIONSHIPS o OPEN FEEBACK CHANNELS o LOAD JOBS VERTICALLY  MODERATORS o VARIABLE THAT EFFECTS OR MODIFIES A RELATIONSHIP BETWEEN TWO VARIABLES o KNOWLEDGE AND SKILL o GROWTH NEED STRENGTH  POTENTIAL DISADVANTAGES o LOSS OF EFFICIENCY o REQUIRES MORE TRAINGING o RESISTANCE IN IMPLEMENTATION MEANIGNFULNESS OF WORK  FEEDBACK-KNOWLEDGE OF RESULTS  AUTONOMY- RESPONSIBILITY/FREEDOM/INDEPENDENCE  TASK SIGNIFIANCE- IMPACTS OTHERS  TASK INDENTITY- SEEING IT THROUGH  SKILL VARIETY-USING DIFFERENT SKILL SETS MOODS AND EMOTIONS  EMOTIONS ARE RATIONAL  MOODS AND EMOTIONS INFLUENCE JOB SATISFACTION, BUT ARE DISTINCT FROM IT  MOODS o LONGER TERM o DIFFUSE o UNDIRECTED  EMOTIONS o SHORTER TERM o MORE INTENSE o HAVE A FOCUS ORGANIZATIONAL CULTURE  THE SHARED SOCIAL KNOWLEDGE WITHIN AN ORGANIZATION REGARDING THE RULES, NORMS, AND VALUES THAT SHAPED THE ATTITUDES AND BEHAVIORS OF EMPLOYEES ASA (ATTRACTION-SELECTION-ATTRITION)

Control: knowledge that someone who knows and cares is paying close attention to what we do and can tell us when deviations are occurring. Three components of organizational culture

  • Observable artifacts- are the manifestations of an organization’s culture that employees can easily see or talk about. (Symbols, language, physical structure, etc.)
  • Espoused values- values your speaking publicly
  • Underlying assumption-taking for granted beliefs Stages of Socialization Anticipatory- learning that happens before you join the organization Encounter- When a new employee sees what the organization is really like Understanding and Adaption- when an employee learns the norms and rules and adapts to the organization Moods and Emotions DISAGREEMENT W/BOOK: Emotions are rational in the sense that they give us information Moods and Emotions affect people’s attitudes during the day, therefore, influencing their work performance. JCM(Joint Characteristics Model)
  • Combine tasks
  • Establish client relationships
  • Open feedback channels-enhance management
  • Load jobs vertically-pushes responsibility down the hierarchy Disadvantages-
  • Trusting your employees
  • Loss of efficiency
  • Requires more training
  • Resistance in implementation By giving lower positions more work middle men lose some of their job.

Moderator Variable- variable that effects or modifies a relationship between two variables Core Job Dimensions Feedback Autonomy-freedom Task significance-meaningful work Task identity- seeing the big picture Skill variety Jack Welch: forced ranking-percentages for different performances Meta-analysis- combines the results of several studies that address a set of related research hypotheses Reliability- is the measure free from random error Validity-do they measure what they are supposed to measure -a measure can be reliable but not valid, but for a measure to be valid it must be reliable. Method of Science-people accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods Fredrick Taylor- Time and motion studies (like Ford assembly line) Hawthorne Studies- how to optimize productivity in workers by using illumination Management by objective- goal setting